First, reject the first plan-it may not be ok.
The above topics would be much easier to understand if we changed the scene. For example, if you want to deal with a second-hand motorcycle, the psychological reserve price is 2800 yuan, but when you advertise, someone bids 3000 yuan. Will you readily agree or bargain? Bargaining, of course, because if you readily agree, on the one hand, it will bring the danger of the other party going back on its word, and even if the transaction is successful at that time, it is not a pleasant transaction. Because before long, he began to fall into a state of being swayed by considerations of gain and loss: can it be cheaper? What's wrong with such a low price? I even thought: Did I get cheated by that person?
What will happen to you? Of course, you will be excited about the successful transaction. But after a long time, you will think: am I selling it too cheaply? If the price is higher, maybe I will make a deal. You will regret not offering a higher price, and the other party will regret that you could have paid less.
Specific to the dunning process, the reason is the same. After a period of frequent efforts, the other party finally spit out a repayment time from all kinds of helpless mouths. Maybe this repayment time is within your expectation or even beyond your expectation, but what you have to do is to refuse. Otherwise, he will not pay the money within the promised time limit, or even forget his promise.
Of course, refusal should pay attention to certain skills and need to give some convincing reasons for the other party. For example, the company's business difficulties, the urgent need to recover funds, the board of directors' research decisions and so on.
The premise of rejection is the other party's promise, so the tug-of-war negotiation after the other party gives the promise and rejects the other party's promise needs another negotiation principle: persistence.
Second, stick to it-exert your influence.
Both sides of the negotiation will stick to their own positions and have a fierce dispute over their respective positions. In the face of difficult negotiations, your smallest concession will make you passive and lose the results you could have achieved. Gavin. In the book "Points of Negotiation", Mr. Kennedy talked about a Hong Kong businessman in northern Norway. When he came home triumphantly in a sleigh after hunting some prey, he met several hungry wolves on the road. The wolves began to chase after the unlucky businessman desperately. Hongshang left some prey in a panic, trying to distract the hungry wolf. Unexpectedly, he attracted more wolves to chase him. Fortunately, he caught up with the caravan and was out of danger. This simple story tells us that smart negotiators should follow the principles of persistence and conditional concessions.
If you want to stick to it, you must first have a correct attitude. All people have an instinctive tendency to doubt their own understanding, especially when someone puts forward a qualitative difference. When a teacher or host asks whether a question is A or B, most people will say A. If the teacher or host asks you "Are you sure", many people will waver. When you ask everyone "Is it A or B" again, most people will give up the original correct answer.
Dunning will face the same situation. When you face the debtor, you are trying to convince the other party that "you should pay back the money" by using both hard and soft methods, or by threatening and conniving; The debtor is evasive or abusive, just telling you, "I won't pay back the money, at least not now." In the confrontation of "going back or not", the test is the psychological strength and mutual influence of both sides, and the influence comes from persistence, and persistence comes from faith and courage.
Under the current economic environment in China, the phenomenon of mutual breach of contract between enterprises is very serious, and this credit environment has intensified everyone's tendency to break faith. What you owe me, what I owe him, puts the enterprise in a prisoner's dilemma, and no one is willing to pay happily. So many debtors are confident that "I don't pay you back if I have money, and others owe me." In such a big environment, the payee often lacks confidence, and it is easy for the inexperienced payee to back down. But the result of your slight concession can only be to give the other party an opportunity to continue to delay, and the arrears will be delayed and it will become more and more difficult to pay back. Statistics show that with the extension of overdue time, it is more difficult to collect payment.
On the basis of long-term practice, I have summarized the following points on how to establish a correct dunning mentality, hoping to inspire everyone:
1. The money owed by the debtor is mine, and I must get it back. Stick to the end, be responsible for the end, and pursue it until the arrears are recovered.
Second, the debtor is a faithless person and must be guilty. Some debtors are charitable: "I see the situation. If it is successful, I will try to return it to you. " At the beginning, we must emphasize that I support you, and I have paid a lot for it, including my efforts to win credit sales and the interest loss suffered by the company. Let the debtor no longer feel that paying back the money is a care for me.
Third, customers are never dissatisfied because they are reminded to pay. Some payees think that too tight collection will make the other party unhappy and affect the future relationship. If you think so, not only will you never receive the arrears, but you will also lose your future cooperation. The more money a customer owes, the more difficult it is to pay, the easier it is to turn to other companies to purchase goods, and the less stable you are to this customer. On the contrary, the professional quality of dunning can arouse the respect of customers and gain the respect and attention of the other party.
Four, correctly treat the debtor's excuse for delaying payment. Making excuses is a sign of guilt. We should adopt the correct strategy to deal with the endless variety of debtors, and we should not give in, so as not to give the debtor companies a chance to find new excuses. Drive the other side to the wall and finally pay back the money. For how to deal with the debtor's excuse, let's give an example below.
It is very important to convey the above attitude clearly to the debtor. Concise language and firm tone.
Debt collection is a common, necessary and annoying thing for most enterprises. In domestic enterprises, one or several departments are often responsible for collecting accounts, such as sales department, finance department and legal department, or some enterprises set up special offices to collect accounts.
With the gradual introduction of western enterprise credit management theory, some large enterprises that attach importance to risk management have begun to establish credit management departments to be responsible for the risk problems arising from credit sales (that is, credit sales). Credit management departments often set up an accounts receivable specialist to be responsible for the collection of accounts. Practice has proved that the collection function will be clear and independent, which will obviously improve the collection efficiency of accounts receivable.
The reason is:
On the one hand, after the rights and responsibilities are clear, the problem of mutual shirking between departments is avoided;
On the other hand, because the collection of accounts is also a specialized skill, such as sales skills and sales knowledge, as well as financial knowledge and financial skills, the collection personnel also need to have the necessary knowledge and skills, such as basic financial and legal knowledge, negotiation skills, telephone skills and letter skills. Among them, negotiation skills are particularly basic and important, and one of the most important aspects of excellent negotiation skills is negotiation psychology.